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EXIN SIAM Professional Exam Sample Questions (Q22-Q27):
NEW QUESTION # 22
ZYX has experienced a failure in their finance system leading to the delay of an invoicing run, a resulting temporary cash flow problem, and a breach of the service level for the end-to-end service.
Investigations show that this was caused by a change implemented by NETSCO A change request had been raised but not yet authorized As the NETSCO engineer thought it was urgent, they implemented the change without following the appropriate change processes to obtain authorization.
What is the most appropriate course of action the service integrator should take?
- A. Impose service credits on NETSCO to compensate for the service level failure
- B. inform the management of NETSCO and let them deal with it as an operational matter
- C. introduce a service level target on changes implemented outside of the change control process
- D. Create a service improvement initiative for the treatment of emergency changes
Answer: D
Explanation:
* Incident Analysis:The failure in the finance system was caused by an unauthorized change implemented by a NETSCO engineer. This indicates a gap in the emergency change management process.
* Service Improvement:Creating a service improvement initiative focused on the treatment of emergency changes addresses the root cause of the issue and prevents future occurrences.
* Process Enhancement:This initiative should involve reviewing and strengthening the emergency change management process, including clear guidelines, authorization procedures, and training for engineers.
* Alternative Actions:
* Imposing service credits (Option B) addresses the symptom (service level failure) but not the underlying process issue.
* Informing NETSCO management (Option C) alone is insufficient to drive systemic change.
* Introducing a service level target on unauthorized changes (Option D) adds a monitoring mechanism but does not directly improve the change management process.
* Conclusion:The most appropriate course of action is to create a service improvement initiative for emergency changes. This proactive approach enhances the overall change management process and reduces the risk of similar issues in the future.
References:
* SIAM Foundation Body of Knowledge (BoK), Chapter on Change Management
* SIAM Professional Body of Knowledge (BoK), Service Improvement and Emergency Change Management Sections
NEW QUESTION # 23
ZYX is initiating their NEWGEN SIAM transition project As part of the early planning, ZYX identifies key activities and milestones that must be included in the project plan.
What would be the best approach for ZYX to take in designing their SIAM governance framework?
- A. Update the responsibilities of the IT Steering Group to include responsibility for ensuring that the SIAM ecosystem is implemented in accordance with defined plans and objectives
- B. Establish a working group with representation from all ZYX divisions to review existing policies and practices, then define a framework of policies, standards processes, roles and structural elements
- C. Ensure that the future service integrator's contract includes responsibility for establishing a governance framework that describes how the SIAM ecosystem will be managed and operated
- D. Define a framework of formally appointed governance boards with clearly documented terms of reference to act as decision making bodies, made up of representatives from all divisions of ZYX
Answer: B
Explanation:
Governance Framework Design:
Establishing a comprehensive governance framework is crucial for the success of the SIAM transition project.
Inclusive Working Group:
A working group that includes representation from all ZYX divisions ensures that the governance framework is inclusive and considers the needs and perspectives of all stakeholders.
This collaborative approach fosters buy-in and alignment across the organization.
Review and Define Framework:
The working group should begin by reviewing existing policies and practices to identify areas that need to be aligned with the new SIAM model.
They will then define a framework that includes policies, standards, processes, roles, and structural elements necessary for effective governance.
Benefits:
This method ensures that the governance framework is well-rounded, comprehensive, and tailored to the specific needs of ZYX.
Reference:
SIAM Professional Body of Knowledge (BoK), Chapter on Governance Framework ITIL 4: Direct, Plan and Improve (DPI), Section on Governance
NEW QUESTION # 24
The SIAM strategy for ZYX has been agreed:
- There will be a mix of new service providers and continuing existing service providers
- An external service integrator will be appointed
- ZYXS will provide the service desk.
- An agreement has been reached with OUTSCO to extend their contract to provide services to ZYXUK by two years As key activities for the critical path to implement the SIAM model for ZYX, three parties must be transitioned into the SIAM model (listed in random order):
- continuing service providers
- the service integrator
- new service providers
In this instance, which sequence of activities offers the least risk to continuity of service for all ZYX companies'?
- A. First the continuing service providers, then the service integrator and the new service providers last
- B. First the service integrator, then both continuing and new service providers at the same time
- C. All parties at the same time
- D. First the service integrator, then the new service provider, and the continuing service providers last
Answer: A
Explanation:
Service Continuity: Ensuring continuity of service is critical during the transition to a SIAM model. Phasing the transition in a manner that minimizes risk is essential.
Phased Transition: Starting with the continuing service providers helps to stabilize the current environment before introducing new variables (service integrator and new providers).
Role of Service Integrator: Once the continuing providers are integrated, the service integrator can then take over the management of the SIAM ecosystem. This ensures that the integrator has a stable foundation to work with.
Introducing New Providers: Bringing in new service providers last minimizes disruption and allows the service integrator to establish robust governance and management practices first.
Alternative Sequences:
Transitioning all parties simultaneously (Option A) carries high risk of service disruption.
Starting with the service integrator or new providers first (Options C and D) before stabilizing current services could lead to significant operational challenges.
Conclusion: The sequence of first transitioning the continuing service providers, followed by the service integrator, and finally the new service providers offers the least risk and ensures a smooth transition process.
Reference:
SIAM Foundation Body of Knowledge (BoK), Chapter on Transition Planning and Support SIAM Professional Body of Knowledge (BoK), Service Transition Sections
NEW QUESTION # 25
ZYX has decided to appoint ZYXS as service integrator using the lead supplier structure ZYXS will need to fill new roles with additional skilled resources The contract with OUTSCO will be terminated, and all the component services will be transitioned to FIELD$CO: MAILSCO. NETSCO. ZYXD and ZYXS The SIAM Project Board has just agreed that after the transition there will no longer be a requirement for service delivery managers in ZYXUK to manage the outsourced contract with OUTSCO What is the best way to deal with this situation?
- A. Conduct a SIAM awareness campaign across all ZYX companies, briefing all staff about the benefits of moving to a SIAM model Ensure that the possibility of staff redundancies is not mentioned until the transition plan has been agreed
- B. Directly inform the two service delivery managers as soon as possible and invite them to Amsterdam to meet the ZYXS staff Ask them to be part of the team designing the SIAM model and encourage them to apply for the new roles
- C. inform the ZYXUK Directors of the situation and ask them to review the employment contracts of the service delivery managers. Once they are satisfied that there is no risk to sensitive data, inform the staff that their role will be redundant
- D. Leave the service delivery managers in uncertainty about whether their role will cease to exist or not. Offer them a financial incentive to be part of the transition team and stay with ZYXUK until the end if they decide they want to leave
Answer: B
Explanation:
Situation Overview:
The termination of the contract with OUTSCO and the transition to a lead supplier structure with ZYXS as the service integrator has made the roles of the service delivery managers redundant.
Communication and Involvement:
Directly informing the service delivery managers promptly shows transparency and respect, reducing uncertainty and speculation.
Inviting them to participate in designing the new SIAM model involves them in the transition process, utilizing their experience and knowledge, and helping them feel valued.
Opportunity for New Roles:
Encouraging the service delivery managers to apply for new roles within the SIAM ecosystem provides them with career opportunities and helps retain experienced staff.
This approach demonstrates a commitment to employee development and continuity.
Minimizing Resistance:
By involving the service delivery managers in the transition, their potential resistance to change can be minimized, ensuring a smoother transition process.
Reference:
SIAM Professional Body of Knowledge (BoK) recommends early and clear communication with impacted staff during transitions.
ITIL 4: Create, Deliver and Support (CDS) emphasizes the importance of engaging and involving staff in change initiatives.
SIAM Professional Body of Knowledge (BoK), Chapter on Organizational Change Management ITIL 4: Create, Deliver and Support (CDS), Section on Workforce and Talent Management
NEW QUESTION # 26
What is unlikely to be included in the outline business case for NEWGEN?
- A. Boundanes of responsibilities
- B. Proposed future services
- C. Measurements of benefits
- D. Procedures from internal providers
Answer: D
Explanation:
* Outline Business Case Components:
* An outline business case typically includes the boundaries of responsibilities, measurements of benefits, and proposed future services.
* The business case should provide a clear justification for the initiative, detailing expected benefits, costs, risks, and impact on the organization.
* Boundaries of Responsibilities:
* This section defines who is responsible for what aspects of the project, ensuring clear accountability and delineation of duties.
* Measurements of Benefits:
* This part outlines how the success of the project will be measured, detailing the specific benefits that the project aims to achieve and how these benefits will be quantified.
* Proposed Future Services:
* This section describes the new or improved services that will be offered as a result of the project, giving stakeholders an understanding of what to expect.
* Procedures from Internal Providers:
* Procedures from internal providers typically relate to operational details and specific processes rather than the strategic or high-level overview provided in a business case.
* The focus in the business case is on the what and why, rather than the detailed how, which is more relevant in procedural documentation.
References:
* SIAM Professional Body of Knowledge (BoK), Chapter on Business Case Development
* ITIL 4: Direct, Plan and Improve (DPI), Section on Business Cases
NEW QUESTION # 27
......
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